Information Technology Reference
In-Depth Information
If approved, a merger of Sirius
Satellite Radio and XM Satellite
Radio could significantly increase
the number of subscribers for both
companies.
(Source: © Dennis Van Tine/
Landov.)
demand. Over time, however, they often replace existing technologies. They can cause prof-
itable, stable companies to fail when they don't change or adopt the new technology.
The dynamics of change can be viewed in terms of a change model. A change model
represents change theories by identifying the phases of change and the best way to
implement them. Kurt Lewin and Edgar Schein propose a three-stage approach for change
(see Figure 2.7). Unfreezing is ceasing old habits and creating a climate that is receptive to
change. Moving is learning new work methods, behaviors, and systems. Refreezing involves
reinforcing changes to make the new process second nature, accepted, and part of the
job. 12 When a company introduces a new information system, a few members of the orga-
nization must become agents of change to confront and overcome possible resistance to
change. They are champions of the new system and its benefits. Understanding the dynamics
of change can help them confront and overcome resistance from employees and others so
that the new system can be used to maximum efficiency and effectiveness.
change model
A representation of change theories
that identifies the phases of change
and the best way to implement
them.
Figure 2.7
A Change Model
Unfreezing
Moving
Refreezing
Organizational learning is closely related to organizational change. According to the con-
cept of organizational learning , organizations adapt to new conditions or alter their practices
over time. Assembly-line workers, secretaries, clerks, managers, and executives learn better
ways of doing business and incorporate them into their day-to-day activities. Collectively,
these adjustments based on experience and ideas are called organizational learning. In some
cases, the adjustments can be a radical redesign of business processes, often called reengineer-
ing . In other cases, these adjustments can be more incremental, a concept called continuous
improvement. Both adjustments reflect an organization's strategy , the long-term plan of action
for achieving their goals.
organizational learning
The adaptations to new conditions or
alterations of organizational prac-
tices over time.
 
 
 
 
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